The first step of the talent acquisition process is the lead generation and sourcing. In this step, the company and human resource department as well as the related person to the talent acquisition team must have to take a start for the identification of the social networks, the conferences and the events of the industry, the communities as well as the online forums where the specialists with the organization collect. The talent acquisition department can build the strong relationships as well as make the talent vast or broad. So, the management of the company should make a number of promises applicants, as well as an even stronger pipeline for the new potential hires or employees (Cunningham, 2007).

Attracting and Recruiting of Talent Acquisition

            Some key component for attracting as well as the retaining stars within the market are; to promote unique culture of the organization, make a stronger brand of the company as well as to design a competitive package of the compensation. The creation of the positive experience of the applicant, keep in touch with those persons or candidates who are not good fit at the current time while it might be fit into the future as well as the courting leads are the candidate relationship management (Bersin, 2013).

Assessment and interviewing the Applicants of Talent Acquisition

In this step, three to five most important tasks are identified that are considered very important for the job position or the requirement of the job position as well as the key indicators of job performance, which are very helpful to define the success. After defining these tasks, the human resource can make their own questions for conducting the interview usually based on the behaviors. For instance, “what have you done in the particular situation or how did you handle that situation?” The main objective of those questions are to assess the ability of the candidate for solving the particular problems or issues, be careful as well as think on their base. The management or interviewers can also assess the ability of the applicant by using some kind of tools or software such as the skill test. The skill test can be conducted by giving them the programming tasks or the sample for writing, the cognitive or the personal evaluation (K. Hecker, 2009).

Checking their References of Talent Acquisition

            It is the very important step of talent acquisition but most of the managers and the interview drivers do not take it more serious as well as they like to skip this step while the confirmation of the references of the applicant may make you sure whether your decision to hire the applicant is right or wrong as well as this step can increase the gut feeling about candidate for the perfect fit in the company on the particular position. The manager should have to validate the choice through checking the references for seeing if there are any final impressions or the concerns missed possible by the manager. You can call to the given references to ask the past performance of the employee in the previous organization. The qualifications as well as the character exist and available in the candidate by agreeing the references the manager is looking for the particular job position then the manager of the company must has to take a start to give him offers and benefits (J. F. Lemay, 2007).

Make your decisions final of Talent Acquisition
Have a device for choosing from the toughest applicants. Consumption of human beings monitoring as well as software for the evaluation or the grading device internally — each for your personal talent team, but also any different stakeholders concerned in the making of the decisions. C-suite Assumption as well as former personnel are so much busier you are, create this last determination procedure as clear and simple (Babu, 2016).
Employment & Onboarding of Talent Acquisition
though employing as well as onboarding does not always fall underneath the duties of the intelligence acquisition team, it’s in reality the ultimate and last step of hiring pinnacle talent. Note that a robust onboarding procedure may form or disrupt a new relationship of the employee, so put together for and streamline this procedure as a great arrangement as imaginable before your new worker starts (D. Pfenninger, 2006).

Effective Tips for the Talent Acquisition

            There are some best ever practices the researchers have made or described, mention in this report for providing help the managers as well as tell them the score of the top talent for recruitment team which are as follows.

Tip 1: Forecasting of Talent Acquisition

            In the forecasting, you must have to identify what responsibilities or jobs posts are tough for hiring in the organization as well as giving them priority for the better hiring and better fit for the job position. There are some niche skills such as the senior leadership, engineering or technical or technological jobs as well as the highly specific experiences are all those skills which lies within jobs positions as well as can take around five to seven months or sometimes eight to ten months to fill the positions. Furthermore, the making an complete team on the very short notice or the hiring only the person who is capable for the offered job are so easier by having the forward thinking (Porter, Attract and retain top talent., 2011).

Tip2: Pipeline Building of Talent Acquisition
Keep track of the applicants you find, whether or not in an easy worksheet at a lesser business or a company, or equipped by way of specialized software if your company has large intelligence needs. Make sure to additionally carve out and time table time — day by day for the activities for acquisition of talent:, inputting, networking, updating as well as outreach details of applicant, as well as significantly, constructing relations that ought to be valuable when you will own the position for the future to fill.

Tip 3: Gather Each Person on the Board of Talent Acquisition

Don’t silo the efforts of the talent acquisition as well as the human resource group and hold an open thought about the place valuable applicants may derive from. Getting the whole corporation or department involved. Consider introducing worker referral programs, economic plunders for the new employees. If workers in the organization be aware of the major role you are going to hire, what sorts of human beings you’re looking to fill those roles, and you’re imaginative and prescient about where the enterprise is headed, you’ll likely find exceptional candidates faster (R. S. Schuler, 2011).

Tip 4: Time Spending of Talent Acquisition

Interviewing is a vastly important phase of the Genius acquisition process. You prefer to see how a applicant will perform in a “official” situation, as well as how they will assume and perform underneath fire. But often, some of your nice perceptions about performance, cultural, as well as people match comes from outdoor the room for the conference. Lunch meetings, casual phone conversations, even a casual negotiation over a cocktail are methods to get to know your potential rent that won’t be evident from a one fashionable interview. And if the group wishes more face-to-face time with an attainable candidate, don’t hesitate to carry them back in to meet with more than one stakeholders. High performers will likely like the more chance to measurement anybody up as well.

References of Lead Generation and Sourcing of Talent Acquisition

A. A. S. T. H. A. Tyagi. (2012). Effective talent acquisition through e recruitment: a study. International Journal of Multidisciplinary Management Studies, 1(2), 148-156.

Babu, N. S. (2016). A STUDY ON TALENT MANAGEMENT PRACTICES OF ICT SECTOR IN INDIA WITH REFERENCE TO TALENTACQUISITION. International Journal For Research In Business, Management And Accounting, 2(3), 01-10.

Bersin, J. (2013, February 17). Big Data in Human Resources: Talent Analytics (People Analytics) Comes of Age. Retrieved July 14, 2017, from https://www.forbes.com/sites/joshbersin/2013/02/17/bigdata-in-human-resources-talent-analytics-comes-of-age/#12484414cd03

Bhatnagar, P. S. (2010). Employer brand for talent acquisition: an exploration towards its measurement. Vision, 25-34.

Cunningham, I. (2007). Talent management: making it real. Development and Learning in Organizations: An International Journal, 4-6.

D. Pfenninger, D. W. (2006). U.S. Patent Application . U.S. Patent Application .

Dutta, D. (2014). Tweet your tune—social media, the new pied piper in talent acquisition. Vikalpa, 3(39), 93-104.

J. F. Lemay, J. M. (2007). Assessment of non‐cognitive traits through the admissions multiple mini‐interview. Medical education,, 573-579.

K. Hecker, T. D. (2009). Assessment of applicants to the veterinary curriculum using a multiple mini-interview method. Journal of Veterinary Medical Education, , 166-173.

Porter, J. H. (2011). Attract and retain top talent. Strategic Finance, 12(92), 56.

Porter, J. H. (2011). Attract and retain top talent. Strategic Finance, 56.

R. S. Schuler, S. E. (2011). Global talent management and global talent challenges: Strategic opportunities for IHRM. Journal of World Business, 506-516.

Weiner, D. H. (2009). Online recruiting and selection: Innovations in talent acquisition. John Wiley & Sons, 1.